Chief Learning Officer - August 2008 - (Page 22)

dates may require technical skills, such as operational or subject matter expertise, while others need to hone soft skills such as political savvy or communication. Competency assessments can determine speciﬁc enhancement needs of the employee. This type of customization also can be a key beneﬁt in engaging and retaining younger employees who may thrive on the attention to their individual needs. This also is where assessment centers can be effective. As candidates demonstrate their skills through a number of job-relevant situations such as role play, exercises or simulations, trained observers make decisions about the viability of the individual’s leadership potential and also the skill sets that need to be developed to make that person an effective leader. Factor 4: Immersive and experiential learning. Scholar and Yale Professor Connie Gersick suggests that organizations cycle through long phases of equilibrium punctuated by revolutionary periods of rapid change and development. Equilibrium periods are characterized by the maintenance of organizational structures and patterns, with only small adjustments to accommodate standard environmental and market changes. Revolutionary periods occur when signiﬁcant shifts lead to the establishment of new or qualitatively different structures. IN PRACTICE LEADERSHIP AND PERSONALITY hen developing an organization’s future leaders, it’s important not only to recognize that people have different dispositions, but also acknowledge the fact that the enterprise usually beneﬁts if individuals are true to their own traits as they practice the art of leadership. It’s also worth mentioning that there isn’t necessarily any “right” personality when it comes to leadership. For instance, Abraham Lincoln spent most of his adult life in deep depression, which probably isn’t a quality most people look for in their leaders. At the other end of the spectrum is George Washington, who was a heavy drinker with a hot temper. Yet, in spite of their ﬂaws, both men usually are on any short list of great presidents in U.S. history. In 1958, psychologist William Schultz launched the FIRO-B (Fundamental Interpersonal Relations Orientation) assessment that was designed to measure three dimensions of human interaction: inclusion, control and affection. Of these, control relates most directly to leadership and responsibility. (However, that doesn’t mean the others have no connection to it.) The control types Schultz identiﬁed were: W 1. The Rebel: A highly independent individual who may not want to direct other people, but also doesn’t want to be told what to do. Rebels actually have good leadership potential, provided they aren’t rushed into authority roles. 2. The Mission Impossible: An extremely motivated person who will attempt to rally others behind a clear and lofty objective. However, Mission Impossibles sometimes can be dictatorial in their leadership style and might view their direct reports with disdain. 3. Openly Dependent Person/Super Tolerant Female: An individual who seems willing to cede a signiﬁcant amount of control to others, due to a risk-averse personality or self-perception of being deservedly low in the organizational hierarchy. 4. Self-Conﬁdent: A person who is comfortable with taking the initiative, but doesn’t usually welcome outside inﬂuence. On the other hand, Self Conﬁdents are adept at identifying their own strengths and weaknesses. 22 5. The Loyal Lieutenant/The Company Man: A very loyal person who typically follows instructions precisely. These people may be somewhat hamstrung by an inability or unwillingness to think independently and creatively. 6. Status Seeker: This individual is very similar to the Mission Impossible archetype, with the added element of narcissism. Status Seekers often will work very hard and accept counsel from others, but only if they grasp how it will serve their self-promotion. 7. The Checker: An individual who does not shy away from leadership roles, but often lacks conﬁdence about making decisions. Checkers often will get as many opinions as possible, second-guess themselves and rework ideas before taking action. 8. Insatiable Individual: A person who has a strong desire for a sense of accomplishment and reward, whether in a leadership or dependent role. Insatiable individuals frequently work hard for a period of time, then lapse into a self-indulgent mode. 9. The Matcher: An individual who, like The Checker, will consult with others often for guidance but is less paralyzed by making decisions. Matchers also are good at leading without being overbearing, but may be too casual in some situations. 10. Pleasure Seeker: A person who can make decisions and actually enjoys doing so much of the time. However, Pleasure Seekers will only lead effectively as long as doing so adds to their own enjoyment. Once an initiative becomes boring for them, they’ll lose interest. As Schultz suggested, people might not remain in the same categories all their lives, nor will they be conveniently ﬁt into just one type (although you probably won’t ﬁnd someone who’s both a Loyal Lieutenant and a Rebel). And this list is hardly deﬁnitive. But it’s not a bad jumping-off point for learning executives who want to think about how personality can impact leadership styles and development. CLO – Brian Summerfield, bsummerfield@clomedia.com

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Chief Learning Officer - August 2008 Editor's Letter Contents Connections Business Impact Trends Best Practices Effectiveness High-Octane Leadership Development Leadership and Personality CLO Profile Discussion Groups: Harvesting Value from Real-World Experiences Kimpton 2.0: Discussion on the Web Learning Olympics: Development Through Competition Bypassing the Obstacles to Change Listen Up: A How-To-Guide for Podcasting University of Toyota: A Success Story in Podcast Implementation What Stinks About Webinars? Webinars for Learning Professionals Case Study Business Intelligence Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - August 2008

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